"Behavioural integration" (creating clarity and speaking with one voice) of CEOs and top management teams (TMT) in 139 SMEs is studied to find the impact of TMT's ambidextrous integration of contradictory knowledge processes. Such effects are hidden in the "excess fat" of large firms that insulates TMT members from dissonance (eg. redundant resources, layers of hierarchy, and overly-administrative processes).
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Every organisation has a particular set of problems created by the thinking system employed by its managers.Humble leaders seek ways to improve themselves and their management teams. By opening themselves to learning and self-discovery, they see the flaws in their systems. This brings understanding, which makes what needs to change quite obvious.This is the normal […]
Malcolm Gladwell tells the story of David and Goliath as an unfair contest with odds stacked against the giant. Shepherd David with his simple but precise sling shot isn’t the bravest of King Saul’s men but the one who recognises the deadly disadvantage of an unwieldy, heavily armour-clad, sword-bearing infantryman in one-on-one combat. Gladwell is […]
Introduction The future of leadership is Agile There are many different types of leadership styles and not all work well in every situation. The most popular method, the "Command and Control" style which has been dominant for centuries, may be on its way out as research shows that this type of leadership does not foster […]
